Miguel Sapochnik Quotes

Every film you work on is different, and that's part of what it's like for anybody who works on a film, is to learn how to work with others. Learn from top to bottom. Actors have to learn how to work with the director and the director has to learn how to work with actors, and that's not just those two departments.

We collaborate on everything. I'm involved in the writing and pre-production. There's a whole bunch of people who keep in touch at every step about everything.

Leadership means forming a team and working toward common objectives that are tied to time, metrics, and resources.

In management terms, directing opera certainly prepares you for a film set: the magnitude of it, the experts in other fields that you have to call on. Both are massive ensemble jobs in which there's incredible pressure to get things done on time and on budget - so much so that making the wrong decision may be better than making no decision at all.

I actually spent a lot of time reading about how professional managers work. And how people build bridges.

It's one thing to be able to analyze something. It's another to implement it or execute on a vision or even to get a whole bunch of people to rally behind it.

When I started to do it with precision, I realized how much setting good screens made us better as a team offensively. It made things easy for me and my teammates.

24 hours a day, I'm thinking about what we can do with this artist, what I can do myself over here, and how we can tie it all together.

I have a lot of common sense. I know what needs to be done and how to approach it. I have an ability to work with people on large enterprises.

Producing is nothing more than bringing all the elements together, connecting people.

If the right people do the right things, we can walk, we can have a future. But if people don't put time into it to make it run in a right way, I don't think your team will work.

There is no difficult moment working together because when we start a new project, Dante starts to make all the sketches and I can see the vision of the movie and then I start my job.

There are many elements to a campaign. Leadership is number one. Everything else is number two.

I'm learning more and more to share creativity with the crew and actors. A film crew is more powerful if you listen to them, but it does make my job more tough because I have to listen.

I am not the kind of designer who is racing to the finish line, so while collaborations are important for our growth, each and every one has to be strategic and well-timed with what we have going on internally.

You always want to be on top of the playbook. You always want to be refreshed with the plays, make sure you're on the same page with everyone else.

Most automakers develop multiple options for a single project. Then they present those options to a committee of executives who decide which one to go with. That takes a lot of time.

I'm always learning from experiences because each one is different and there are different players involved in the project at the time with their own way of doing things.

That's why I never became a director. I never had patience with people.

Ideas are cheap. The difficult part is finding the team to execute them.

But I also think that the more you reason collectively about what the project should be at the beginning of the process, the more you can improvise later.

I need to build my team around my weaknesses.

Once you're more aware of people's needs, you can create action plans for others to follow. That way, you're responsible for your own well-being, too.

We worked out a lot of bugs and figured out who was working and who wasn't and how this beast functions. It was a lot bigger than we actually thought, and now we have a well-run ship where it feels I can actually have time to imagine and not just stress out about everything.

My job is to make images and leave the decision-making and conclusion-drawing to other people.